Higher Education and Prison Partnerships in Singapore

1. Higher Education and Prison Partnerships in Singapore Andrew Day Centre for Mental Health and Wellbeing Deakin University and Jasmin Kaur Singapore Prison Service Paper for the 9th Reintegration Puzzle Conference August 2013

2. Aims To outline a long standing partnership between Singapore Prison Service and Deakin University which has centred on a range of projects including: • staff training and supervision, • program evaluation, • development of a range of measures, including the Reintegration Potential Index.

3. Context • Singapore’s population, 5 million. • A relatively new country, which became independent only in 1965 when it separated from the Federation of Malaysia after a long period of British rule. • Singaporean criminal justice system has a strong British colonial legacy, and Singapore courts interpret the legal codes in much the same way as occurs in any system of common law. • Reputation for punitive justice system.

4. Commitment to Rehabilitation The last 10 years has witnessed a major focus on rehabilitation and reintegration of offenders. E.g., • development of a mission statement that privileges rehabilitation. • the restructuring of prison housing units. • changes in the role and function of custodial staff, and engagement with the community. • commitment to evidence based practice in offender rehabilitation.

5. Chua Chin Kiat, an ex-director of the Singapore Prison Service… The Prison Vision. “We aspire to be captains in the lives of offenders committed to our custody. We will be instrumental in steering them toward being responsible citizens with the help of their families and the community. We will thus build a secure and exemplary prison system.”

6. “Our mission is to get criminals out of prison” “We’re trained to look for the sparkle, not just the flaw” “Help unlock the second prison” “The road to acceptance”

7. Strategies(Leo, 2013) • employ established risk/needs tools that guide a case management system with rehabilitation pathways based on the assessed risk of re-offence. • develop a suite of offending behaviour programsand commit to program evaluation. • develop the capabilities of correctional workers. • develop a throughcare and reintegration framework to mobilise the community, and sets up a network of community providers and agencies to support prisoners following their release.

8. Partnering with the community in offender reintegration: the CARE network • a formal structure within which key government and nongovernment agencies work together toward offender re-entry back into the community. • Through the Singapore Corporation of Rehabilitative Enterprises (SCORE), offenders are offered vocational training and work programs in market-relevant industries.

9. Partnering with the community in offender reintegration: the Yellow Ribbon Project An annual campaign aimed at promoting community support for giving offenders a “second chance.” Aims to: • Create awareness of giving second chances to ex-offenders; • Generate acceptance of ex-offenders and their families in the community; • Inspire community action to support rehabilitation and reintegration of ex-offenders.

10. Between 2004 and 2009, nearly 2 millionyellow ribbons were distributed, more than 300,000 Singaporeans participated in events, and more than 800 new employers registered to provide employment opportunities to ex-offenders (Soh, 2010). • Attracts extensive media coverage and is launched with a series of televised and printed advertisements. • Inmates and ex-offenders participate widely in activities (e.g., arts and concerts).

11. Collaboration with Deakin University Objectives : • to establish competent local research capabilities. • provide training and promote research interest amongst staff. • identify and spearhead specialised training to build staff capabilities in critical areas.

12. Specific projects • Provide trainingfor SPS rehabilitation staff. • Clinical supervision of psychologists. • To evaluate identified programs and supervise evaluation studies conducted by SPS staff. • To consult regarding regime enhancement in a Changi Prison Housing Unit. • Norm and validate the Level of Service/Case Management Inventory on the local prison population. • Develop an assessment tool to measure the reintegration potential of adult offenders.

13. Training (Yr 1: Dr Sharon Casey)

14. Website… Welcome to the Foundations of Offender Rehabilitation Online Training Package This resource has been prepared to provide professional who work in criminal justice settings with the knowledge and skills that they need to work effectively with the wide variety of clients they may be encounter in their work. This includes knowledge and particular groups of offenders, such as violent offenders, young offenders, or those with substance use problems, and skills in assessment, case formulation and intervention. The content of the training is divided into specific content areas or topics, with each topic containing a study guide, narrated powerpoint lecture, additional resources, and an assessment. Work through each of the topics carefully and then complete the assessment at the end. Simply move to the next topic once you have passed the assessment. There is no recommended order for completing each topic, although it is suggested that you begin with the first topic, Foundations. We also recommend that you read the book, Foundations of Offender Rehabilitation, which has been written to support this training. Reference: Casey, S., Day, A., Ward, T., & Vess, J. (2012). Foundations of Offender Rehabilitation. Oxford: Routledge Publishing.

15. The Reintegration Potential Index Aims to identify a method by which the reintegration needs of prisoners can be reliably assessed. Helps with throughcare planning and post-release support.

16. Self-report scale Section 1: About Myself (psychological distress and psychological flexibility) Section 2: About My Family and Friends (intrapersonal and interpersonal protective factors that promote healthy adjustment and adult resilience) Section 3: About Living in the Community (satisfaction with standard of living, health, life achievement, personal relationships, personal safety, community-connectedness, and future security) Section 4: About Getting Ready for Work (four work readiness factors: organisational acumen, social intelligence, personal characteristics, and work competence ( Section 5: About Getting into Trouble (Offending). (dynamic risk -pro-criminal attitudes, associates, and antisocial personality)

17. Preliminary Validation Pilot validation of the 120-item tool was undertaken with data collected from an initial cohort (n = 188) from the newly established pre-release centre (B4) and a sample of exiting prisoners (n = 452).

18. Factor analysis – 38 item final measure • Factor I, Work Aptitude - 19 items that reflect the skills and personal competencies necessary to enhance a successful transition into the workforce following release from prison. • Factor II, Social Support - 10 items that describe the absence of conflict and positive support from family and friends that serve to enhance resiliency. • Factor III, Criminal Influence -5 items that reflect the importance of pro-social family and friends in maintaining an offence-free lifestyle. • Factor IV, Mental Health - 4 items that measure the importance of mental health and well-being.

19. Sample items… Social support scale

20. Changes over time

21. Next step… • Need to look at predictive validity. i.e., do these score relate to subsequent success in the community??

22. Some observations Difficult issues commonly experienced in collaborative endeavours include: • trust (defining characteristic of all successful partnerships) • defining shared aims (explicit statement of shared vision, based on jointly held values) • the management of power (ensuring there are the resources and support structures necessary to sustain initial partnership formation) • communication (clear distinction between individual and collective responsibilities, and clear lines of accountability).

23. Some conclusions • Generally a successful model. • Driven by industry needs (rather than academic). • Progress slower than anticipated at times (e.g., data collection for program evaluation studies). • Outcomes not always as easy to assess (e.g. program evaluation). Evidence based practice not always easy to achieve. • $$$ and sustainability. • Capacity of the organisation– relies on a concerted effort from research staff in SPS??

24. Questions/ comments?